Brand development differs in every organization. Often the process is qualitative; information is gathered from key representatives of key constituencies. Perceptions are confirmed about the institution’s current and former brand character . . . and about its vision and mission. What niche(s) could the organization occupy and what is distinctive about its positioning?
Bentley began the process with a qualitative analysis, under the direction of Boathouse Group, Inc., Bentley’s advertising and marketing agency-of-record, headquartered in Waltham. For almost six months, the agency spoke to dozens of students, faculty members, alumni, trustees, and corporate representatives.
From these interviews, Boathouse identified a number of possible market positions that could form the basis for a re-branding.
At that point, Bentley President Gloria Larson and Chief Marketing Officer David Perry determined that because branding was so critically important, that the process needed to go beyond a qualitative methodology and include a comprehensive quantitative dimension as well.
So, the university engaged the SimpsonScarborough marketing research firm to conduct an omnibus study that examined the attitudes and opinions of 11 different audiences, providing data for each audience individually as well as for the entire consolidated survey audience.
The 11 audiences surveyed were: current undergraduate and graduate students, alumni, faculty, staff, prospective undergraduate and graduate students, academic leaders at peer institutions, parents of prospective undergraduate students, guidance counselors, and business leaders.
The findings identified a large number of strengths, weaknesses, and opportunities. We noted that, among those not well connected to Bentley, the university suffers from a general lack of reputation. Not surprisingly, however, among those with greater awareness of Bentley, the quality of the academic program is well understood.
One of the more important parts of the study examined possible positioning statements, presented in the form of desired outcomes from an undergraduate and graduate education.
Prospective undergraduates felt that this statement best suited them: I know I have what it takes to achieve my goals. I need opportunities, experiences and connections that will allow me to open doors to great job opportunities.
Enrolled students, however, along with several other audiences, endorsed this statement more than any other: I want to learn the core business principles that apply in any work I want to pursue; a launching pad from which I can think, do, act and continue to grow throughout my life.
That positioning testing (along with reams of other data) helped to identify some options that were then translated into creative concepts and tested with the same audiences who participated in the earlier attitudinal surveys. One emerged as a clear favorite among most respondents, and actually surprised many of those involved in developing the creative concepts.
That winning concept creatively presented this fundamental brand position:
Preparing the next generation of smart, nimble, compassionate leaders.